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Essay / Research Paper Abstract
A 4 page review of the article by Eric M. Olson, Orville C. Walker, Jr. and Robert W. Ruekert. Design, development, and marketing are all critical factors in company profitability. As independent as these factors may seem, they are really quite interconnected. They explore the effectiveness of the teamwork concept in the design, development and marketing of company products to come up with a somewhat surprising conclusion. Bibliography
lists 3 sources.
Page Count:
4 pages (~225 words per page)
File: AM2_PPbusAna.rtf
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Unformatted sample text from the term paper:
and marketing are all critical factors in company profitability. As independent as these factors may seem, they are really quite interconnected. In "Organizing for Effective New Product Development:
The Moderating Role of Product Innovativeness", Eric M. Olson, Orville C. Walker, Jr. and Robert W. Ruekert explore the effectiveness of the teamwork concept in the design, development and
marketing of company products. They investigate cross-functional interaction between marketing and sales personnel and other specialist involved in a company. The work of these authors blends with that
of two others to emphasize the importance of balance and teamwork in approaching practically any aspect of business. The exact nature of the interaction of these factors, however, can
vary significantly between businesses. The predominant view in much of business is that a team approach shortens development time and improves success rates
regardless of project type. In "Organizing for Effective New Product Development: The Moderating Role of Product Innovativeness" the authors question this view and present a contingency model which
is based on the resource dependency theory. There model is designed to contrast the effectiveness of teams in developing and marketing more innovative products and those which are more
run of the mill. Olson, Walker, and Ruekert investigate forty-five products from twelve firms from a variety of industries. They
find that while the team approach is indeed beneficial to the development of truly new and innovative products, the use of teams in less innovative products is not necessarily more
advantageous. It appears in fact that the use of more traditional bureaucratic structures is more effective in these types of projects than cross-functional interaction.
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